Identifying the key metrics to measure the success of your International Organization’s recruitment process may be challenging. Over time, I have taken part in several studies of recruitment process performance with the aim of speeding up the recruitment of International Organizations. We have prepared a free white paper based on these studies, where we present 11 HR metrics to monitor improved efficiency and increased diversity, that could be your starting point for formulating your key recruitment metrics.
For every new hire at Google, leadership is one of four key skills that is assessed. Leadership is important even for talents not applying directly to a managerial role. It is key to be able to manage a project, but further down the career the candidate may be exposed to leadership roles, says Martin Eriksson, who has a long career at Google. He is now based in Stockholm, but he has worked for Google at their HQ in California as well in their European headquarter in Ireland
I have studied many International Organizations, time-to-fill, the recruitment time from published job advertisement to the candidate’s acceptance of job offer takes in average 100 days. Google gets the world’s best talents, they conduct 4 interviews and receive the accepted job offer within 4 weeks from the first interview. Can International Organizations learn anything from Google?
Competency Based Interviewing (CBI) is the far most common assessment method at International Organizations. It has become popular as it has proven a pretty high validity at a low cost. In this article, we have gathered six risks and weaknesses associated with using CBI in a multicultural context that every HR professional and Interview Panelist should be aware of.
Just as the theory and quote from Benjamin Schneiders main thesis (1987), we believe that "the people make the place", not the other way around. In this blog we use his theory as starting point when designing an employer brand.
Have you ever felt that you did not fit in a group or an organisation, just being the odd one out? If you are able to discover the core personality of your organisation, what are the common behaviours? What are the dos and don'ts? How do people behave, when no one is looking? What is recognised, rewarded and encouraged in your organization? An organisation's story starts with its founders as they determine the "right" and "wrong" behaviours. Their story will attract those with the same attitudes and values if the story is honestly communicated.
If your organisation is presented in a way that reflects the common attitudes and behaviours truthfully you will be able to attract people who would share your values, interests and your objectives. These individuals are more likely to enjoy your organisation, stay longer and contribute. The better fit you have between a talent's expectations and the reality of your organisational life, the higher the job satisfaction and the longer the talent will stay and deliver in your organization (Premack & Wanous, 1985). Honesty and clarity pays off, that is.
Organizations that invest in staff engagement strategies realize stronger results because they create environments where employees thrive and can be their best. Absenteeism rates are lower, productivity rates are higher and performance levels are better. It only makes sense to provide staff with a clear expectation of their role, tools and resources to accomplish goals and development opportunities to continuously grow and develop.
This Handbook is a helping hand and gift to all of you fellow HR professionals that operates alone in Country Offices around the world. Or to all of you Operations professionals that have several different administrative functions to cover and feels that the Recruitment portfolio is overwhelming. This Handbook is introducing and touching upon several basic key steps of the recruitment process of International Organizations.
We compiled this Handbook as we have learned that too many administrative professionals in Field Offices feel that the recruitment portfolio is dumped into their knees. Many offices are also small and hence for these professionals there is noone to ask for guidance and Headquarters have too little time to respond to all their questions.
This Handbook is our gift to you!
In this Handbook experienced recruiters takes you through several different basic process steps with the purpose to help you improve quality or at least understand commonly used, but rarely described terms such as Competencies, Skills, Job design, Classification etc.
This guide is free of charge and will be followed up with several templates, including how you invite a talent for an interview, how you facilitate an interview, reference checking templates and templates how you inform talents of the outcome of the recruitment process.
We are building this Knowledge Sharing Platform for your success!
What would be very good for us in return, is to get your inputs in the comment field of what type of guides/template/articles that would help you in your daily work.
Recruiting for gender parity in the deep field is one of my biggest challenges as Chief of the Recruitment Section for UN Field Missions writes Kristina Koch, guest blogger at Impactpool. In this article, she both shares her insights from a recent field study to learn more about how it is to be a woman working in the “Deep Field” and an ongoing innovative initiative to reach gender parity.
The UN is relaunching its Senior Women Talent Pipeline in an effort to increase the number of women in its peace operations, an intiative on line with the UN Secretary General's System-Wide Strategy on Gender Parity. Improving the gender balance in mission leadership is not only a laudable but also an essential measure if the Organization is to succeed in its ongoing efforts to develop more efficient and effective field missions for future global peace and stability.
In late 2016 Impactpool sent out a survey to former and current United Nations staff members. All candidates had started their UN career at a junior staff position (P1 or P2) during the past 25 years. With this survey, we wanted to find out what successful UN staff members have in common, and we discovered that there is a lot.